G-7 Holdings - FISCO · G-7 Holdings 6 7-Jun-2013 We encourage readers to review our complete legal...

G-7 Holdings 7508 First Section of the Tokyo Stock Exchange

1We encourage readers to review our complete legal statements on “Disclaimer” page.

Important disclosuresand disclaimers appearat the back of thisdocument.

7-Jun-2013

Company Research and Analysis Report　　　　　　　　　　　　　　　　　　　FISCO Ltd.　　　　　　　　　　　　 http://www.fisco.co.jp

■Check Point

・In FY3/13, net profit hit a record high, surpassing previous high six years earlier

・Company projects further growth for FY3/14 as a result of opening new stores　in its two main businesses and promoting mall development

・Company is likely to increase its dividend for FY3/14, reflecting profit growth

FISCO Ltd. AnalystYuzuru Sato

■Aims to improve synergy between businesses　through development of malls

G-7 Holdings is the largest franchisee in Japan of Autobacs stores and of

gyoumu supermarkets (“business supermarkets”). It is developing agricultural

business and overseas business as new growth areas, with the goals of achieving

sales of \100bn and operating profit of \4bn in the fiscal year through March

2016, i.e., FY3/16.

In FY3/13, its consolidated sales grew by 8.5% year-on-year (y-o-y) to

\82,623mn, and its consolidated operating profit rose 20.4% y-o-y to \2,622mn,

both record highs. Sales and profits increased in the mainstay Autobacs and

other automotive and “business supermarkets”, losses in the Megumi no Sato

markets business declined. Reflecting the company’s strong profit growth, G-7

Holdings declared a dividend of \34 per share for FY3/13, which was more than

twice its original planned dividend of \16.

For FY3/14, G-7 Holdings projects further sales and profit growth, led by the

Autobacs and “business supermarkets” businesses. Both businesses provide

higher profitability than the average for G-7 Holdings, attesting to their astute

management. The company cites employee development as its main strength and

expects new Autobacs stores and new “business supermarkets” to support

sales and profit growth in their respective businesses. In FY3/13, it re-named its

five main subsidiaries, starting each new name with G-7 to strengthen the brand

name. G-7 Holdings plans to develop malls housing several of its operations,

thereby attracting more customers and increasing synergy between the

operations.

The company is well on the way to achieving its FY3/16 targets of \100bn in

sales and \4bn in operating profit. Based on its forecasts for FY3/14, its PER is

below 10x, indicating a strong potential for share price appreciation.

G-7 Holdings

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We encourage readers to review our complete legal statements on “Disclaimer” page.

■FY3/13 Results

■FY3/13 Results

Net profit exceeded previous high of FY3/07, company raiseddividend substantially

(1) FY3/13 Results

In FY3/13, G-7 Holdings increased its consolidated sales by 8.5% y-o-y, to

\82,623mn, its consolidated operating profit by 20.4% y-o-y, to \2,622mn, its

recurring profit by 30.4% y-o-y, to \2,933mn, and its net profit by 86.1% y-o-y, to

\1,345mn. Sales and profits grew in the Autobacs and other automotive business

and in the “business supermarkets” and food related business, and the Megumi

no Sato markets business reached the break-even point, following a large

operating loss in FY3/12, due to the closure of unprofitable stores. Operating and

recurring profits surpassed their previous highs of FY3/11, and net profit

exceeded its previous high of FY3/07. Because of the strong profit growth

achieved, the company announced that it would pay a dividend of \34 per share

for FY3/13, up from \20 for FY3/12.

G-7 Holdings’ Consolidated Sales and OperatingProfit (\mn), FY3/07 – 3/16plan

100,000

65,29767,078 71,457 76,130

82,623 86,0001,323

2,155 2,178

2,622

2,800

4,000

2,477

0

20,000

40,000

60,000

80,000

100,000

120,000

FY3/09 FY3/10 FY3/11 FY3/12 FY3/13 FY3/14e FY3/16e

(\mn)

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

(\mn)Sales （(left axis)） Operating Profit（right axis）

G-7 Holdings

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G-7 Holdings’ Consolidated Sales and OperatingProfit (\mn), FY3/09 – 3/13

G-7 Holdings’ Consolidated Results (\mn, \) in FY3/13

Net non-operating profit increased by \240mn y-o-y because the company

earned a currency exchange gain accompanying yen depreciation and its losses on

the disposal of fixed assets declined y-o-y. Thus, recurring profit increased by a

higher rate than operating profit. In FY3/12, the company declared a net

extraordinary loss of \512mn stemming from losses on the closure of stores and

from asset impairment losses. In FY3/13, however, asset impairment losses

shrank, so net profit surged.

FY3/13 consolidated sales surpassed the company ’ s initial forecast by

\2,623mn and operating profit exceeded the company ’ s initial forecast by

\22mn because the Autobacs and other automotive business and the “business

supermarkets ” business performed better than first projected. Results by

segment were as follows.

　　　　　　　　　　　　　　(Unit：\mn、%)

Amount YOY Amount YOY Amount YOY Amount YOY

Initial Co. forecast 80,000 5.1 2,600 19.3 2,700 20.0 800 10.7 65.73

Result 82,623 8.5 2,622 20.4 2,933 30.3 1,345 86.1 110.51

Difference 2,623 22 233 545 44.78

Sales Operating Profit Recurring Profit Net profitEPS

82,62376,130

54,273

59,566 61,829 65,297 67,07871,457

2,622

1,483 1,497

1,323

2,155

2,477

2,178

1,332

0

20,000

40,000

60,000

80,000

100,000

FY3/06 FY3/07 FY3/08 FY3/09 FY3/10 FY3/11 FY3/12 FY3/13

(\mn)

0

500

1,000

1,500

2,000

2,500

3,000

3,500

(\mn)Sales （(left axis)） Operating Profit（right axis）

G-7 Holdings

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■FY3/13 Results

○ Autobacs and other automotive business

Most of the company's automotive business is conducted by subsidiary G-7

Auto Service (formerly Auto Seven Co.), which operates Autobacs stores and

manages Autobacs franchises. In FY3/13, the automotive business generated

sales of \33,152mn, up 9.2% y-o-y, and operating profit of \1,718mn, up 2.0% y-

o-y. Sales of electronic goods for automobiles dropped because sales of

navigation equipment and audiovisual digital tuners declined in reaction to strong

sales in FY3/12 accompanying the digitization of television broadcasting in

Japan. However, sales of studless tires rose y-o-y, reflecting cold winter weather,

and sales of maintenance and other services, such as car inspections and body

painting, advanced. Automotive business monthly sales in March 2013 grew by

more than 10% y-o-y , reflecting the effectiveness of policies to promote these

sales. G-7 Motors, which operates Bike Seven motorcycle shops, increased its

sales by 11% y-o-y. By the end of FY3/13, the Autobacs business operated or

franchised 60 stores, including one in Malaysia, which was eight more stores than

it operated or franchised at the end of FY3/12. Automotive businesses other

than Autobacs business operated 22 stores at the end of FY3/13, eleven more

than it had operated a year earlier. Thus, the division operated or franchised 82

stores at the end of FY3/13.

The operating profit margin in the automotive business decreased slightly y-o-y

in FY3/13, mainly because prices of car audiovisual equipment fell, eroding their

profitability, and because the business incurred higher costs in opening or

acquiring new stores. However, this business performed well, given that Autobacs

Seven (9832), the company which franchises the Autobacs business, reported y-

o-y drops in consolidated sales and operating profit in FY3/13. Three unprofitable

Autobacs stores in Hiroshima that the company acquired in April 2012 turned

profitable in FY3/13, attesting to the company’s management skill.

The company attributes its success to thorough on-the-job employee training.

Every six months, G-7 Holdings’ president Tatsumi Kaneda visits each store in

the group and personally quizzes each employee. All employees are instructed in a

curriculum with 10 themes, including customer approach, divisional profit

management and the construction of sales platforms, using quantitative measures

to explain why a process must be performed as taught and the impact of such a

process. By improving such on-the-job training, the company advances the skills

of each employee, strengthens each store, raises the local market share of each

store, and expands sales and profits.

Three Autobacs stores acquired in April 2012 turnedprofitable

G-7 Holdings

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Sales and Operating Profit (\mn) of the Autobacsand Other Automotive Business, FY3/10-FY3/13

○“Business supermarkets” and food related business

The low-priced “business supermarkets” operated by subsidiary G-7 Super

Mart (formerly Sun Seven Co.), and food related business generated sales of

\46,461mn in FY3/13, up 7.7% y-o-y, and operating profit of \1,255mn, up 7.3%

y-o-y. Japanese consumers continued to prefer lower-priced foods, and

supermarkets competing with the “ business supermarkets ” of G-7 Holdings

tried hard to satisfy this preference. Therefore, based on the same number of

“business supermarkets” in operation in FY3/12, “business supermarkets”

sales were unchanged y-o-y in FY3/13. However, the company opened five new

“ business supermarkets ” and relocated and renovated another in Greater

Tokyo and Greater Nagoya as part of its strategy to dominate these markets,

bringing the total to 103 at the end of the fiscal year. This was three more than

it had at the end of FY3/12, and the new stores accounted for much of the sales

growth achieved by the business. At the start of FY3/13, the company planned

to open 15 new “ business supermarkets” during the year. It was unable to

open this many because of increased competition, especially in Greater Tokyo,

making it impossible to acquire desirable sites on acceptable terms.

■FY3/13 Results

New store openings based on a strategy to dominate certainareas supported growth

29,405 30,34733,152

1,685 1,718

1,414

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

FY3/11 FY3/12 FY3/13

0

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000

Sales Operating Profit

(\mn) (\mn)

G-7 Holdings

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Ueno Shokuhin Co., purchased in December 2011, and Coldfamily Co., purchased

on October 2012, also contributed to sales growth. In January 2013, Coldfamily

Co. was absorbed by G-7 Food System Co.

Operating profit grew slightly y-o-y because of improved product management.

The company reduced its losses from the disposal of unsellable items and sold

fewer products at discounted prices. It also increased sales of high-margin items.

Ueno Shokuhin Co. contributed somewhat to operating profit despite it was the

first year after acquisition.

○ Other Businesses

The company’s main other businesses are G-7 Agri Japan, which operates the

Megumi no Sato market business, and G-7 Development, which operates the

Teppan Buffet “Green’s K” restaurant business, the Ryohin Kaikan recycling

and reusing business, and the real estate leasing business. In FY3/13, these

businesses increased their combined sales by 14.0% y-o-y, to \3,010mn and their

combined operating loss of \154mn was much smaller than their operating loss of

\445mn in FY3/12.

Most of the sales growth in this business resulted from the opening of a new

Ryohin Kaikan recycling store, bringing the total to four, from three in FY3/12.

Most of the profit improvement resulted from the closure of four unprofitable

Megumi no Sato markets in Greater Tokyo and the opening of new markets

focused in Greater Osaka. At the end of FY3/13, 18 Megumi no Sato markets

were in operation, two more than at the end of FY3/12. Consequently, the

operating profit loss suffered by Megumi no Sato markets decreased significantly

y-o-y in FY3/13.

■FY3/13 Results

Five main subsidiaries renamed to start with G-7

Sales and Operating Profit (\mn) of the “Business Supermarkets”and Food Related Business, FY3/10-FY3/13

46,46143,14239,940

1,255

1,170

1,161

0

10,000

20,000

30,000

40,000

50,000

FY3/11 FY3/12 FY3/13

0

300

600

900

1,200

1,500


(\mn) (\mn)

G-7 Holdings

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Sales and Operating Profit (\mn) of OtherBusinesses, FY3/10-FY3/13

To strengthen the G-7 group brand and support the company’s global growth

strategy, in December 2012, G-7 Holdings re-named its five main subsidiaries as

shown in the following table.

■FY3/13 Results

Five Main Subsidiaries of G-7 Holdings

G-7 Group Logo

（Source: Produced by Fisco from Company materials）

New Name Old Name Business

G-7 Auto Service Auto Seven Operate Autobacs stores

G-7 Super Mart Sun Seven Operate “business supermarkets”

G-7 Development Seven Planning Operate restaurants, recyclingbusiness, real estate development

G-7 Food System C & C Sell foods wholesale

G-7 Agri Japan Megumi no Sato Operate Megumi no Sato markets

1,8132,640 3,010

-445

-154

-51

0

500

1,000

1,500

2,000

2,500

3,000

3,500

FY3/11 FY3/12 FY3/13

-600

-400

-200

0


(\mn)(\mn)

G-7 Holdings

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(2) Company forecasts for FY3/14

For FY3/14, G-7 Holdings forecasts a 4.1% y-o-y rise in consolidated sales to

\86bn, a 6.8% increase in operating profit to \2.8bn, a 2.3% upturn in recurring

profit to \3.0bn, and an 11.5% improvement in net profit to \1.5bn. To prosper in

an increasingly competitive market, the company plans to cut administrative

costs, raise productivity per employee, and reduce inventories to appropriate

levels throughout the group. The company also plans to aggressively open new

stores in its two main businesses, “business supermarkets” and Autobacs, and

to develop more malls housing several group stores to attract more customers,

thereby raising the sales and profits earned by each store. Thus, it anticipates

sales and profit growth.

New stores for two main businesses and mall development tolead to profit growth

Number of Stores in the Autobacs and OtherAutomotive Business, FY3/10-FY3/14E

■FY3/13 Results

Note: These numbers include the number of Bike Seven shops, which sell motorcycle parts and accessories.

○ Autobacs and other automotive business

This business plans to open 21 new stores in FY3/14, mainly Autobacs stores,

and it has already acquired sites for about half these new stores. Thus, G-7

Holdings projects sales growth of 10% y-o-y for the business in FY3/14. The cost

of opening the new stores will probably weigh on profit growth, so G-7 Holdings

forecasts only modest operating profit growth for this business. G-7 Holdings

plans to accelerate the pace of opening new stores to gain more profit.

Consolidated Results (\mn) for G-7 Holdings, FY3/09-FY3/14E　　　　　　　　　　　　　(unit：\mn、%、\)

Reporting Period Sales YOY OP YOY RP YOY NP YOY EPS DPS

FY3/09 65,297 5.6% 1,323 -0.7% 1,344 2.7% 259 -33.7% 19.57 10.00

FY3/10 67,078 2.7% 2,155 62.9% 2,247 67.2% 871 236.3% 66.47 22.00

FY3/11 71,457 6.5% 2,477 14.9% 2,591 15.3% 701 -19.4% 56.94 13.00

FY3/12 76,130 6.5% 2,178 -12.0% 2,250 -13.2% 722 3.0% 59.38 20.00

FY3/13 82,623 8.5% 2,622 20.4% 2,933 30.3% 1,345 86.1% 110.51 34.00

FY3/14e 86,000 4.1% 2,800 6.8% 3,000 2.3% 1,500 11.5% 123.24 24.00

65 67 70

91

110

0

20

40

60

80

100

120

FY3/10 FY3/11 FY3/12 FY3/13 FY3/14

(stores)

G-7 Holdings

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○“Business supermarkets” and food related business

This business plans to open 10 new "business supermarkets" in FY3/14, six in

Greater Tokyo and four in Greater Nagoya (Aichi, Gifu and Mie prefectures),

areas which the company aims to dominate. The business will also relocate

and/or renovate "business supermarkets" with declining sales.

The new supermarkets to be opened in FY3/14 will be of two formats, roadside

or suburban supermarkets, to be opened in vacant buildings with 700 tsubo

(2,310 square meters) or more of floor space, and urban supermarkets, to be

opened in vacant buildings with 100 tsubo (330 square meters) or more of floor

space. In the new suburban supermarkets, the business will attract tenants

capable of attracting customers, thereby expanding sales. The company expects

the new supermarkets to support 10% sales growth for the business in FY3/14.

The business will try to raise the profitability of each supermarket by selling

more private-brand goods and attracting more customers. Thus, the company also

forecasts 10% operating profit growth for the business in FY3/14.

■FY3/13 Results

Aims to raise the profitability of each supermarket by sellingmore private-brand goods and attracting more customers

To improve profitability over the medium-to-long term, G-7 Holdings plans to

raise the sales weighting of this business in high added-value services, such as

car inspections and auto body painting, from the current proportion of just over

20% to 50%. In FY3/14, the company plans to raise the merchandizing skill of

each employee in this business, enabling them to offer the most suitable product

to satisfy a customer’s need, in the proper quantity, at an appropriate price and

time. It also intends to promote sales of all products deemed commercial, including

non-automotive products, such as snacks, thereby raising sales and profits per

store.

In FY3/13, the business opened two Autobacs Express gas stations at two

Autobacs stores, which saw increases in the number of customers and sales.

Therefore, the business plans to open more multiple-function stores in FY3/14.

In FY3/13, this business opened its first overseas store, an Autobacs store in

Malaysia. Business at this store has grown strongly, and the company expects

the store to turn profitable in three years. In June 2013, the business plans to

open its second store in Malaysia, which will be a combines Autobacs and Bike

Seven store.

G-7 Holdings

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This business intends to continue to stress employee training to raise

productivity per employee. Most of the employees at “business supermarkets”

are part-timers. It is important to train and empower these employees effectively

because their productivity and customer interaction directly affect the profits of

each supermarket. In FY3/12, the business compiled a 250-page store operation

manual for all employees and started using it as training material. This manual

contains more illustrations than the previous manual, so it is easy to understand,

even for employees with no previous experience. Using this manual, new

employees can become efficient faster than they could using the old manual.

At the end of FY3/13, the “business supermarkets” division had about 150

regular employees and about 1,660 part-time employees. The regular employees

mainly manage service areas containing 10-15 supermarkets each, and some

serve as supermarket managers of two or three supermarkets. The business

sometimes promotes superior part-time employees with long experience to

supermarket manager. In April 2013, two part-timers were made supermarket

managers in the Greater Tokyo area. Part-timers who are promoted increase their

income, and the business benefits in many ways from promoting part-time

employees. Part-timers often have a deeper knowledge of the practical aspects of

supermarket operation than regular employees, who normally change store every

two years, but may change every few months when new supermarkets are being

opened at a rapid pace. Part-timers tend to generate greater customer loyalty

than regular employees and are often better able to evaluate products from a

customer’s perspective. Part-timers can also accurately judge the commercial

strength of tenant stores. For these reasons, the business plans to promote more

part-timers, and expects this policy to increase the profit earned per store.

To attract more customers, the “business supermarkets” division intends to

introduce markets that lease space to highly competitive tenants and to build

supermarkets in malls housing other G-7 Holdings operations, such as Autobacs

stores, Megumi no Sato markets, and restaurants.

Number of “Business Supermarkets”, FY3/10-FY3/14E

8589

100103

113

0

20

40

60

80

100

120

FY3/10 FY3/11 FY3/12 FY3/13 FY3/14e

(stores)

■FY3/13 Results

G-7 Holdings

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○ Other Businesses

In FY3/14, G-7 Holdings expects the Megumi no Sato market business to earn

a small profit and the other businesses division in total to be profitable. G-7 Agri

Japan, which operates the Megumi no Sato market business, plans to expand its

farms in Japan. In FY3/13, the company’s farm in Nishi Ward, Kobe City, began

cultivating shiitake mushrooms, which have sold well at Megumi no Sato markets.

Therefore, the company intends to build a new greenhouse in May 2013 to

harvest in September 2013. It also plans to start cultivating strawberries on a

farm in Akashi City, near Kobe City, and to sell the berries through Megumi no

Sato markets. The company plans to open four new Megumi no Sato markets in

the Greater Osaka area in FY3/14.

G-7 Agri Japan started the experimental cultivation of vegetables on a farm

owned by a joint venture in Myanmar and plans to start growing flowers on a

farm in Vietnam and supplying these flowers to Megumi no Sato markets in

Japan. The company will also try to develop a sales route in Vietnam for these

flowers.

Aims to attract many more customers

(3) Mall Development Strategy

In FY3/14, G-7 Holdings plans to concentrate more group stores in single

locations, thereby increasing the number of customers per store. In 2011, the

company opened an Autobacs store and a “business supermarket” in Tarumi

Ward, Kobe City. In 2012, it renewed as “G-7 Mall Shioyakita” by adding an

Autobacs Express gas station, a Crystal Seven car wash and wax service, and a

Megumi no Sato market to this location. As a result, the average number of

customers coming to the automotive-related stores including Autobacs has

increased by 312% y-o-y.

As of April 2013, G-7 Holdings had more than one group store at 16 locations

in Japan. Since 2012, these locations have been called G-7 Malls. To build a mall,

the company must obtain a land site of at least 7,000 tsubo (231,000 square

meters) in area. It is difficult to acquire such large properties, so the company will

not be able to increase the number of its malls significantly in one fiscal year.

However, it plans to build more malls in FY3/14 if it can acquire sites on

commercially rational terms.

In March 2013, G-7 Holdings concluded a franchise agreement with Daiso

Sangyo Co., which operates Daiso 100 yen shops. On March 20, G-7 Holdings

opened its first Daiso 100 yen franchise store at its G-7 Mall Okayamakume,

which also contains a Bike Seven and Mega Recycle Okoku store of 8,851 square

meters in floor space. On March 21, G-7 Holdings opened a Daiso 100 yen

franchise store and a “business supermarket” at its G-7 Mall Nagoyaminato,

which already housed a Bike Seven and Bike-O store of 11,600 square meters in

floor space. In July 2013, G-7 Holdings plans to open the G-7 Mall Kisarazu, near

the Kisarazu Outlet Mall, in Kisarazu City, Chiba Prefecture. This mall will contain

an Autobacs store, a Bike Seven store, and other group stores.

Megumi no Sato markets and other businesses projected toearn a profit

■FY3/13 Results

G-7 Holdings

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■FY3/13 Results

The strategy of concentrating multiple group operations with different

industries at malls should help G-7 Holdings to expand and achieve its targets for

FY3/16, of \100bn in sales and \4bn in operating profit.

Sales (\bn) Targets for Businesses of G-7 Holdings in FY3/16

G-7 Mall Shioyakita (left) ,Daiso 100 yen Store at G-7 Mall Nagoya Minato (right)

Source: Company

Source: Company

Food Production Processing and

Sales

G-7 Food System

¥4bn

Real Estate

Development

Restaurants

Recycling Businesses

\2bn

Agricultural

Business

G-7 Agri Japan

\1bn

Overseas Business

G-7 International

\1bn

Bike Seven

Business

G-7 Motors

\3bn

A u t ob ac s a nd O th e r

Automo t i v e Bu s in e ss

G-7 Auto Service

\38bn

G-7 Super Mart

\51bn

“ C o m m e r c i a l

S u p e rm a r ke t s ”

G-7 Holdings

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■FY3/13 Results

Dividend Per Share (\) and Dividend PayoutRatio (%), FY3/10-FY3/14E

Note: The dividend per share for FY3/12 included a special dividend of \6. The dividend per share forFY3/13 included a special dividend of \18.

22.0

13.0

20.0

34.0

24.0

33.1

22.8

33.7

19.5

30.8

FY3/10 FY3/11 FY3/12 FY3/13 FY3/14e

Dividend Per Share (\) Dividend Payout Ratio (%)

Reflecting the company ’ s strong profit growth, G-7 Holdings declared a

dividend of \34 per share for FY3/13, which was more than twice its original

planned dividend of \16. Although the company does not specify a target dividend

payout ratio, its basic policy is to return profits to shareholders based on its own

profits, on the premise that it continues to provide stable dividend. Hereafter, it

will determine its dividend based on considerations of investments required to

expand business and its financial condition. Given the strong likelihood that its

profits will continue to grow in FY3/14 and following fiscal years, the company

will most likely increase its dividend further.

Since the start of 2013, the share price of G-7 Holdings has almost doubled,

reflecting a sharp rise in the Japanese stock market and the company’s strong

profit growth in FY3/13. Based on the company’s estimate of its earnings per

share in FY3/14, the shares currently trade on a PER of less than 10x, indicating

potential share price appreciation.

■Shareholder Return Policy

Company is likely to increase its dividend for FY3/14,reflecting profit growth

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